• Story-focused stand-up
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But this short definition does not really tell you the subtle details that distinguish an effective stand-up from a waste of time.

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This would be unfortunate since well-run stand-ups add significant value to teams.
Instead of providing a brief description of an issue, the participant provides enough details and context to cause others to tune out. The general rule is to identify obstacles during the stand-up and discuss the details after the stand-up. This can be summarised as “Tell the headline, not the whole story” or Take it Offline.

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Jonathan Rasmussen offered different wording in order to change the dynamic of the stand-up:
Don’t Use the Stand-up to Start the Day. Schedule the daily stand- up meeting far enough into the day that it will not be psychologically associated as starting the day.


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Obstacles raised in the stand-up are not removed or otherwise addressed in a timely fashion.
One of the goals of the stand-up is to increase team socialisation. However, the daily stand-up is not intended for team members to “catch up” with each other on non project-related matters. It's difficult to provide examples of this since the degree to which socialising passes from team-building to distracting varies from team to team. The threshold can be detected from the behaviours of participants not directly involved in the socialisation. If their energy levels remain high, then it's probably just team-building; if their energy levels drop, then Take It Offline and perhaps provide another forum to act as a .

Signal the End of the stand-up with a throwaway phrase (e.g., ) or some other action.
Rotate the Facilitator. Rotate assignment of a role responsible for ensuring people attend the stand-up and stick to the agreed upon rules.

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Team members are Reporting to the Leader, that is, they're only talking to the meeting facilitator instead of each other. Only the meeting facilitator is raising and addressing process issues related to the stand- up. We want the team to take ownership of the stand-up and this requires removing any dependence on a single facilitator.

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There is a difference between Problem Solving and a clarifying question. Information that is not understood is not useful. The extent upon which clarifying questions are allowed should vary depending on how large the team is and whether it will impact Fifteen Minutes or Less.

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Use a simple and consistent phrase like “Take It Offline” as a reminder that such discussions should take place outside of the daily stand-up. If the discussion was Socialising, nothing more is required. If the discussion was Problem Solving, the facilitator (and eventually just the team) should ensure that the right people are nominated or sign up to deal with the issue later.

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Some people want to engage in Problem Solving immediately after hearing a problem. Meetings that take too long tend to have low-energy and participants not directly related to a long discussion will tend to be distracted. It is still important to acknowledge that further discussion will be required to solve the raised problem. Some people may find it uncomfortable to enforce the structure of the stand-up by interrupting.

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Teams that are not experienced with stand-ups benefit greatly from having a coach experienced in the process. It is more that the team should be weaned into taking greater control of the stand-up. At some point, no explicit facilitator should be required at all.